Marketers are interested in how consumers perceive product cues in order to build an appropriate marketing mix. View Summary

Marketers are interested in how consumers perceive product cues in order to build an appropriate marketing mix. Country and brand images are some of the cues proven to be of significant impact on consumer behaviour. This paper studies country and brand image multi-dimensional structures across several brands, countries and products. A model relating country image to brand image and then to product evaluation was built with country and brand image as multi-dimensional concepts. A within-subject intercultural investigation serves as a basis for data collection (1,400 consumers). The investigation was done in Japan, France and Tunisia. Three products were investigated, with three brands for each product: computer (Dell, Sony and Acer); hand cream (Shiseido, Nivea and L’Oréal); and sports shoes (Nike, Asics and le coq sportif). Results show a conjoint effect of country and brand images on product evaluation in addition to their separate effects. Country image structures differ across countries and influence differently product evaluation. Similarly, brand image structures differ across brands, across countries and across products.

2

How to Advertise and Build Brand Knowledge Globally: Comparing Television Advertising Appeals across Developed and Emerging Economies

This cross-cultural study examined television advertising appeals (functional versus experiential and local versus global appeals) and their relationship with brand knowledge core components (brand awareness, brand attitude, and brand uniqueness) across countries at different levels of economic development. View Summary

This cross-cultural study examined television advertising appeals (functional versus experiential and local versus global appeals) and their relationship with brand knowledge core components (brand awareness, brand attitude, and brand uniqueness) across countries at different levels of economic development. A dataset of 257 television commercials from 23 countries was used in the analysis. The researchers found that the experiential (emotional) appeal had a stronger relationship with the components of brand knowledge in countries with medium and high gross domestic product (GDP). Global appeal had a stronger relationship with the components of brand knowledge in countries with low GDP.

3

Congruency of humour and cultural values in print ads: Cross-cultural differences among the US, France and China

International advertisers routinely struggle to adapt humorous ads for the domestic markets of different countries. View Summary

International advertisers routinely struggle to adapt humorous ads for the domestic markets of different countries. In order to provide them with better guidelines, we conduct a content analysis of humorous print ads from China, the United States and France. We found that the cultural values deemed important in a given country are rarely portrayed in humorous ads. This suggests that advertisers may be using humour to promote their products and services with cultural values not endorsed by the general population. Alternatively, advertisers may be ridiculing values that are less important, to attract attention while not offending audiences. Finally, we found that the type of humour used when a given human value is made salient is usually not the same in different countries.

4

Hungry for familiar foods: Think global, act local

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Sonya Misquitta and Dheeraj Sinha, Market Leader, Quarter 4, 2014

This article sets out some of the mistakes made by multinational food companies launching products in emerging markets, and explains how to avoid them in the future. View Summary

This article sets out some of the mistakes made by multinational food companies launching products in emerging markets, and explains how to avoid them in the future.

Multinational food companies need to think global and act local, as food is rooted in demography, local cultures, religion, location and economy.

Having made the mistake in the past of assuming their products would sell automatically, multinationals must now gain a true understanding of these local values and provide for them if they are to succeed.

Brands should avoid imposing western cultural concepts, look tot he unorganised market, carefully consider which markets to enter, be attractive to value-conscious consumers and co-opt local favourites.

5

Hungry for familiar foods: Packaging local food ideas offers MNCs in India the opportunity to unlock new sources of revenue and reach new audiences

This article sets out five principles for international companies wanting to create a successful food brand in India. View Summary

This article sets out five principles for international companies wanting to create a successful food brand in India.

Few western companies manage to create a uniquely Indian brand that is culturally specific to India, instead merely tinkering with their own food constructs, seeing India as a single large market or targeting the more affluent buyers that resemble western consumers.

Food is inherently rooted in local culture, both in the way it is prepared and consumed - don't impose a western cultural construct.

The real competition in the food category is home-made food or local, unbranded players because organised retail only serves a small section of the population.

Less affluent consumers can be targeted with "access brands" that offer similar benefits to premium international brands but at an affordable price.

India's diverse food culture allows for opportunities to co-opt and package popular local products.

6

Taking the global brand local: How Heineken is glocalising itself in Asia

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Low Lai Chow, Event Reports, The APPIES, August 2014

This event report looks at how Heineken has tackled the marketing of a global brand in local markets across Asia. View Summary

This event report looks at how Heineken has tackled the marketing of a global brand in local markets across Asia.

One route has involved leveraging its sponsorship of UEFA Champions League football, running competitions offering fans the chance to win tickets to the final or taking the trophy itself on tour.

Another has been to develop locally relevant angles on global campaigns: one such led to a decline in beer sales but boosted brand perception scores, a trade-off the brand was prepared to make as it promoted quality over quantity.

Heineken sees the greatest opportunities in the region in the ability to tap into local insights and execute creative ideas quickly.

7

Brand strategy in the 21st century: insights from Guy Murphy and Adam Morgan

This event report discusses the role that ecommerce plays for Puma, the sporting goods group. View Summary

This event report discusses the role that ecommerce plays for Puma, the sporting goods group.

For many retailers, the idea of brands selling products direct to consumers seemingly threatens their current business models.

Rather than undermining its wholesale partners, Puma believes ecommerce can help support the existing ecosystem by enriching all aspects of its operations with data.

A key advantage of online retail for the firm is accruing insights straight from consumers, rather than relying on second-hand information relayed by retailers.

To ensure its strategy around the world rests on common foundations, Puma has transformed its ecommerce operations over the last couple of years, so they are comprised of three regional teams reporting to a central global hub.

9

How Diageo keeps its power brands on top

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Brian Carruthers, Event Reports, Marketing Week Live, June 2014

This event report outlines how Diageo, the alcoholic drinks company, approaches power brand building across global markets. View Summary

This event report outlines how Diageo, the alcoholic drinks company, approaches power brand building across global markets.

Brands must constantly recruit new customers, operate at scale and know what they stand for.

By being creative, 'in culture' and innovating to stay fresh brands will be talked about.

Big data is only useful insofar as it produces insights that benefit the consumer: at Diageo, the team is encouraged to go to pubs and clubs to find out what is happening.

10

Global goes local: Brands without borders

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Scott Young, Research on Warc, April 2014

This article sets out the challenges associated with global package design and argues that brands should have a few core global constants and then allow for flexibility according to local markets. View Summary

This article sets out the challenges associated with global package design and argues that brands should have a few core global constants and then allow for flexibility according to local markets.

Varying retail contexts make adaptation important, from small, tightly packed stores that place a premium on simple and clear packaging to high-frequency stores that value small formats and low price points.

Packaging should adapt to local market challenges such as the need to break through clutter, with changes based on research and critical thinking.

11

Package viewing patterns: Insights and implications for global design

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Scott Young and Vincenzo Ciummo, Research on Warc, April 2014

This article reveals findings from research into how people across different countries and cultures view product packaging, based on eye-tracking technology. View Summary

This article reveals findings from research into how people across different countries and cultures view product packaging, based on eye-tracking technology.

There is some variation in the length of time spent reading packaging, with German people, consumers in developing countries and people buying higher value products likely to spend more time reading packaging - but this should not encourage cluttered packaging.

Where two languages are displayed there is no preference for either the global or local language so results should be evaluated according to brand goals, and it is advised that packaging prioritises one language, minimises copy and groups information by language.

Packaging viewing is led by layout, with eyes drawn to the most visually powerful element and information overlooked due to format rather than disinterest.

There are some common 'rules' across cultures, including limited attention and being drawn to key visuals, but packaging should also be adapted to local cultures and preferences.

12

Letter from America: The China syndrome - big challenges for US brands

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Allyson Stewart-Allen, Market Leader, Quarter 2, 2014, pp. 53-53

This article discusses some of the challenges for US companies seeking to expand in China. China represents a huge opportunity for western brands as its import market is now worth over $1.9 trillion. View Summary

This article discusses some of the challenges for US companies seeking to expand in China. China represents a huge opportunity for western brands as its import market is now worth over $1.9 trillion. Examples of US brands that have failed in China are given, with the key theme being a failure to adapt to the market. In order to succeed in China brands cannot just transfer their US business model. Instead they should ensure store layout matches how Chinese people shop, localise the business, including using local management and headquarters, respect tradition, adapt the product and branding, and ensure the correct product pricing.

This event report discusses how Timex’s in-house agency is organised to achieve the greatest possible efficiency and productivity with limited manpower and a restricted budget. View Summary

This event report discusses how Timex’s in-house agency is organised to achieve the greatest possible efficiency and productivity with limited manpower and a restricted budget. It has, for example, maximised the use of film and photos taken from a single shoot in 2011 – content that was still relevant and being employed several campaigns later in late 2013. Its staff members also fulfil multiple roles, a cross-functional approach many mainstream agencies would envy. Having long focused on product advertising, however, Timex has employed an external agency to produce a brand campaign and to help find a positioning with international relevance in the fashion sector.

C. Samuel Craig, the Catherine and Peter Kellner Professor of Marketing and International Business at New York University's Stern School of Business, finds a number of challenges for advertisers in emerging markets. View Summary

C. Samuel Craig, the Catherine and Peter Kellner Professor of Marketing and International Business at New York University's Stern School of Business, finds a number of challenges for advertisers in emerging markets. Professor Craig, in fact, has developed a distinguished body of work covering international marketing research and global marketing strategy. In the pages that follow, Dr. Craig argues that it is essential for global advertisers and agencies to establish a presence in emerging markets while, at the same time, embracing rapidly changing technology as it reshapes how they reach and influence consumers.

15

Putting the fizz Into finance: Why HSBC embraced a new emotional advertising model for a new global positioning

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MRS Awards, Finalist, December 2013

This article explains how HSBC used research to inform the development of a global emotional advertising campaign. View Summary

This article explains how HSBC used research to inform the development of a global emotional advertising campaign.

Financial services advertising is usually rational, but research had shown emotional advertising to be more effective.

HSBC created a series of ads with an emotional appeal, with each one tested through research and found to be successful.

This led to a change in approach: instead of rational ads for each the company's business units, an over-arching campaign with the brand emphasised was created.

16

How Diageo is building emotional engagement with Johnnie Walker and Baileys

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Geoffrey Precourt, Event Reports, The Market Research Event, October 2013

This report describes how Diageo, the alcoholic drinks maker, is driving engagement across its portfolio, using two of its largest brands as examples: Johnnie Walker Scotch whisky and Baileys Irish Cream. View Summary

This report describes how Diageo, the alcoholic drinks maker, is driving engagement across its portfolio, using two of its largest brands as examples: Johnnie Walker Scotch whisky and Baileys Irish Cream. Diageo has drawn from Johnnie Walker's heritage to inform its brand image and by fostering the three traits of iconic brands - fame, resonance and adoption - it developed the global "Keep Walking" campaign. For Baileys, a brand most often associated with the holidays, Diageo is creating an emotional connection to build interest and engagement all year round. To aid monitoring how its brands are performing under different conditions, and to discover how practical and emotional attributes intersect, Diageo has applied one universal brand equity model across its whole portfolio for the first time.

17

Why Unilever is focusing on people, love and magic

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John Davidson, Event Reports, dmexco, September 2013

This event report outlines Unilever's marketing strategy, based on the views of Keith Weed, its chief marketing and communications officer. View Summary

This event report outlines Unilever's marketing strategy, based on the views of Keith Weed, its chief marketing and communications officer. The firm’s approach firstly emphasises people, rather than looking at "consumers" or "shoppers". It also aims to build brand love, and imbue communications with a touch of magic. All of these efforts are underpinned by consumer data and rigorous analysis, and have been facilitated by the huge reach and richness provided by digital media.

This event report discusses how Unilever, the fast-moving consumer goods group, is building a new framework to underpin all of its marketing activity in today's rapidly-changing media ecosystem. View Summary

This event report discusses how Unilever, the fast-moving consumer goods group, is building a new framework to underpin all of its marketing activity in today's rapidly-changing media ecosystem. Based around the notion of "crafting brands for life", the firm is focusing on powerful insights and ideas as much as transformative technology, as it attempts to strike precisely the right balance between the message and the medium.

19

Brand strategy: Keep it simple

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Liana Dinghile, Admap, May 2013, pp. 48-49

This article presents an overview of Siegel+Gale's annual Global Brand Simplicity Index, an in-depth survey of more than 6,000 consumers across the world with a focus on the UK, US, China, India, Germany and UAE. View Summary

This article presents an overview of Siegel+Gale's annual Global Brand Simplicity Index, an in-depth survey of more than 6,000 consumers across the world with a focus on the UK, US, China, India, Germany and UAE. The study investigates the link between simplicity and the ability of businesses to innovate. Keeping things simple can be achieved by developing a clear sense of brand purpose and creating conditions where employees can connect and share ideas. For global brands, simplicity involves adapting to suit cultural nuances.

Larry Light, chief brands officer of InterContinental Hotels Group, is one of America's most-heralded marketing experts. Having implemented major initiatives like the global introduction of the "I'm lovin' it" tagline for McDonald's, Light believes it is now time for marketers to take a localised, personalised and customised approach. This reflects a new line of thinking that moves away from the global, or one box, approach, and the 'think global, act local', or two-box, model. Light's three-box strategy combines global know-how with tailoring product portfolios locally, and genuinely empowering business units in each market.

Disney, as with many brands in China, has faced a problem with copycats. But while fake handbags and running shoes are one thing, attempting to closely replicate an entire theme park is quite another. View Summary

Disney, as with many brands in China, has faced a problem with copycats. But while fake handbags and running shoes are one thing, attempting to closely replicate an entire theme park is quite another. In such a context, the important thing for the US company is to understand shoppers better than its rivals. Given the speed of change observable in Chinese consumer culture, the firm is attempting both to gain an appreciation of current preferences, and to try and anticipate what alteration they may undergo by the time its planned theme park in Shanghai opens in 2015.

22

Launching global brands: Extend your reach

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Chuck Kapelke, ANA Magazine, Spring 2013, pp. 18-30

This paper provides some general advice for brand owners planning a global launch, and features insights from experts and senior leaders at ANA member companies on creating, developing, and maintaining lasting brand value globally. View Summary

This paper provides some general advice for brand owners planning a global launch, and features insights from experts and senior leaders at ANA member companies on creating, developing, and maintaining lasting brand value globally. Many marketers remain unsatisfied with their global strategy, meaning that executing a multi-market launch remains difficult. But there are some general points of advice to follow: use a fixed brand positioning, focus on universal truths, tell a powerful story, find the right organisational structure and be open to ideas from offices around the world. Examples of successful brand launch strategies cited by the paper include Coca-Cola, Mazda, Magnum and Terracycle.

23

Why local firms are winning in emerging markets

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Peter Haden, Market Leader, Quarter 2, 2013, pp. 40-42

In this edited version of the Marketing Society's November Conference keynote speech, Peter Haden describes the size and scale of the opportunity in emerging markets, arguing that Western companies risk losing out to fast-growing local competitors and describes the skills required to compete effectively. View Summary

In this edited version of the Marketing Society's November Conference keynote speech, Peter Haden describes the size and scale of the opportunity in emerging markets, arguing that Western companies risk losing out to fast-growing local competitors and describes the skills required to compete effectively. Marketers are given advice to meet the demands of the Asian middle-class woman, who will become increasingly important to brands: prepare to deliver much more at much lower price points, give local marketers more freedom to tailor their brands to local needs, change how communication is conducted and build the capacity to control distributors and the route to market. One example of a brand performing well is Snow or Snoflake beer, a joint venture between SABMiller and China Resource Enterprises.

24

Brazil leads in BRICs brands

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Jerry Clode, Admap, March 2013, pp. 24-26

In terms of leveraging economic success to create international brands, Brazil is streets ahead of its BRICs rivals. View Summary

In terms of leveraging economic success to create international brands, Brazil is streets ahead of its BRICs rivals. Compared with India and China, whose brands tend to be 'culturally odourless' and do not advertise signs of their national origins, Brazilian brands positively celebrate their heritage and 'Brazilian-ness'. Using successful examples from sandal brand Havaianas to Brahma beer, this article examines why Brazil has the confidence to create brand narratives that focus and communicate the country's human and natural energies, where China and India do not. It offers advice on how India and China can lose their conservatism to excite global consumers.

25

Investigating 'globish'

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Gloria Gibbons, WPP Atticus Awards, Merit, 2012

The paper critiques the use of Globish, the 1,500 key words in the English language, developed to help make international business communications more effective. View Summary

The paper critiques the use of Globish, the 1,500 key words in the English language, developed to help make international business communications more effective. While Globish may be useful for basic international brand marketing, it is less effective for creating evocative, meaningful and memorable communication that resonates with the customer. The author fears that using a reduced palette of words and images, particularly in global pharmaceutical marketing, dilutes the brand message. Instead, a brand needs a global community at the centre that always has a 'glocal' point of view in order to continually enrich the cultural creative pool, to best develop the global equity for a brand.